Collaborative work

1. Part I: Understanding
Expectations (The Who,
What,and Why of Your
Project)
ESPE University
Members: Maicol Suntasig, Dolores Albarracin, Roberto Alvear
Tutor: Dr. Miguel Ponce
Subject: Integrative Project III

2. Involving Drivers in the Different Project Stage
Starting the
project
Organizing
and
preparing
Carrying out
the work
Closing the
project
Heavy Level
Moderate to heavy
level
Moderate Level
Heavy Level
Identify and speak with as many drivers as possible. To
identify and assess any special expectations they may have.
Have them formally approve the plan
before we start the actual project work.
Keep drivers apprised of project
accomplishments and progress to
sustain their ongoing interest .
Assess the project’s results and
determine whether their needs
and expectations were met.

3. Steps to define each audience member’s authority
Clarify each audience member´s tasks amd decisions.
Ask each audience member what his authority is regarding each
decision and task
Ask each audience member how he knows what authority he has.
Verify whether anything has recently changed regarding each
audience member’s authority.
Check out each audience member´s history of exercising authority.
1
2
3
4
5

4. Guidelines when decomposing the project
Allow no gaps
Identify all components of
the deliverable we’re
decomposing.
We’ll have the desired
final product in hand
after we've produced the
draft, the reviews of the
draft, and the final
version.
Allow no overlaps
Don’t include the
same sub-product in
the decomposition of
two or more different
deliverables.
It included them with
all other reviews
under reviews of the
draft.

5. Schemes
for organizing
the WBS
Product
components
Functions
Project
phases
Geographical
areas
Organizational
units
Floor plan, training manuals,
or screen design
Region 1 or the
northwest
Marketing, operations, or
facilities
Initiation, design, or
construction
Design, launch, review,
or test
example
example
example
example
example

6. Planned Project Work
WBS component title and WBS
identification code
Activities included
Work detail
Schedule milestones
Quality requirements
Acceptance criteria
Required resources
Descriptors that uniquely identify the WBS
component
Significant events in the component’s schedule.
Desired characteristics of the deliverables
produced in the WBS component.
Criteria that must be met before project
deliverables are accepted.
People, funds, equipment, facilities, raw materials,
information, and so on that these activities need.
List of all the activities that must be performed in
the work package.
Narrative description of work processes and
procedures.

7. Figuring out why you’re doing the projectProjectdrivers’expectationsand
needs
Activities to accomplish
desired results
Monitor
Modify when it is
necessary.
Addresspeople’sneeds
Uncoveringactivitiesthatrelateto
yourproject
Project’s audiences
Organization information
Organization’s
departments
Functional managers
Emphasizingtheimportanceofthe
project
Support organization’s
priorities
Justification
Searchofinformation
Several sources
Primary sources
Speak with people

8. Probe for all types of objectives
• Physical products or services
• Their effects
• Benefits for the organization
Anticipation resistance
• To clearly defined objectives
• Stifles creativity,
• Entail research and new development
• Needs change
• Requestor doesn’t know what to achieve
Drawing the line
Stating your project’s
objectives
Statement
Measures
Performance
specifications
Make SMART objectives
Specific
Measurable
Aggressive
Realistic
Time sensitive
Where your project starts
and stops

9. Marking Boundaries: Project Constraints
Limitations
•Restrictions from other people
•Time frames
•Resources
•The way to approach the tasks
Needs
•Requirements you stipulate
•Achieve project success
Working with limitations
And dealing with needs
Looking for
project limitations
•Consult audiences
•Review written
material
•Be sure to note its
source
Addressing
limitations
•Incorporate them in a
plan
•Identify project risks
Decide on the
situations or
conditions
necessary for your
project’s success.

10. Chapter 3: Knowing Your Project’s Audience:
Involving the Right People
Understand your project’s
audiences
• Plan and determine the scope
Develop an Audience list
• Use specific categories
• Internal
• External
Consider audiences that are often
overlooked
Support groups
Facilities
Human
resources
End users
of project’s
products
People who
will
maintain
The final
product

11. Ensure your audience list is complete and
up-to-date
 Identify each audience by position
description and name.
 Speak with a wide range of people
 Allow time to develop the list
 Include audiences
 Include team members’ functional
managers
 Add and remove names from the
audience list
 USING THE AUDIENCE LIST
TEMPLATE
 Develop them for frequently
performed tasks and for the entire
project.
 Focus on position descriptions.
 Develop and modify the list from
previous projects.
 Encourage your team.
 Use templates as starting points, not
ending points.

12. INTRODUCTION: THE THREE
MAIN COMPONENTS THAT
DEFINE A PROJECT
 Specific scope: Desired
results or products.
 Schedule: Established dates
when project work starts
and ends
 Required resources:
Necessary amounts of
people, funds, and other
 Resources

13. Chapter 1: Project Management: The Key to
Achieving Results
 The 3 components that are the basis for
developing a project are;
 1. The only reason a project exists is to
produce the results specified in its
scope.
 2. The project’s end date is an essential
part of defining what constitutes
successful performance .
 3. The availability of resources shapes
the nature of the products the project
can produce.

14. Steps for
elaborating a
project
 Before starting you need to recognize the diversity of projects (size, number of
participants, legal contract or informal agreement, business-related or
personal)
 After doing this, you have to work on the following steps:
 1. Starting the Project, it involves generating, evaluating, and framing the
business need for the project.
 2. Organizing and preparing, this stage involves developing a plan that
specifies the desired results.
 3. Carrying out the work. This stage involves establishing the project team and
the project support systems, performing the planned work, and monitoring and
controlling performance.
 4. Closing the project. This stage involves assessing the project results,
obtaining customer approvals, transitioning project team members to new
assignments, closing financial accounts, and conducting a postproject
evaluation

15. Sets of Processes for Project management
 Initiating processes: Clarifying the business
need, defining high-level expectations and
budgets.
 Planning processes: Detailing the project scope,
time frames, resources, and risks.
 Executing processes: Establishing and
managing the project team, communicating with
and managing project audiences, and
implementing the project plans.
 Monitoring and controlling processes: Tracking
performance and taking actions necessary
achieve the desired results.
 Closing processes: Ending all project activity

16. Chapter 2: Clarifying What You’re Trying to
Accomplish and Why
 Your Project is defined with a Scope Statement that includes the
following information:
 1. Justification: How and why your project came to be, the
business need(s) it addresses, the scope of work to be performed.
 2. Objectives: The products, services, and/or results your project
will produce.
 3. Product scope description: The features and functions of the
products or services.
 4. Product acceptance criteria: The process and criteria for
accepting completed products.
 5. Constraints: Restrictions that limit what you can achieve,
how and when you can achieve it, and how much achieving it can
cost, when and how you’ll achieve it.
 6. Assumptions: Statements about how you will address uncertain
information as you conceive, plan, and perform your project